[104-10222-10041.pdf — page 114]
# RATED OFFICER'S NAME AND SERVICE NUMBERCONEIN, Lucien E., 01 22.769## SECTION II ESTIMATED DESIRABILITY IN VARIOUS CAPACITIESIndicate the extent to which you would desire the rated officer to serve under you in each type of duty described below. Place on X in the proper box. Consider each item in forms appropriate to rated officer's grade and branch. Use the UNKNOWN column only if the nature of your contacts makes it impracticable for you to make an estimate of his probable usefulness in a particular assignment. Marking UNKNOWN does not penalize the rated officer.|                                                                                                                                                                 | RATER |     |     |     |     | INDORSER |     |     |     |     || --------------------------------------------------------------------------------------------------------------------------------------------------------------- | ----- | :-: | :-: | :-: | :-: | -------- | :-: | :-: | :-: | :-: || A Command a unit.                                                                                                                                               | □     |  □  |  □  |  □  |  ☑  | A        |  □  |  □  |  □  |  ☑  || B Serve as a staff officer.                                                                                                                                     | □     |  □  |  □  |  □  |  ☑  | B        |  □  |  □  |  □  |  ☑  || C Specify: UW or Guerrilla Warfare Ops Sabotage, GW, Special Forces                                                                                             | □     |  □  |  □  |  □  |  ☑  | C        |  □  |  □  |  □  |  ☑  || D Conduct military instruction.                                                                                                                                 | □     |  □  |  □  |  □  |  ☑  | D        |  □  |  □  |  □  |  ☑  || E Serve in a capacity involving contacts with other services, allied forces, or civilians - e.g., joint boards, contract negotiations, reserve components, etc. | □     |  □  |  ☑  |  □  |  □  | E        |  □  |  □  |  □  |  ☑  || F Carry out on assignment involving mostly administrative duties.                                                                                               | □     |  □  |  ☑  |  □  |  □  | F        |  □  |  □  |  ☑  |  □  || G Represent your viewpoint in liaison activities.                                                                                                               | □     |  □  |  ☑  |  □  |  □  | G        |  □  |  □  |  □  |  ☑  || H Make decisions and take action in your name during your absence - e.g., act as your deputy.                                                                   | □     |  □  |  ☑  |  □  |  □  | H        |  □  |  □  |  ☑  |  □  || I Be responsible in an emergency requiring forceful leadership.                                                                                                 | □     |  □  |  □  |  □  |  ☑  | I        |  □  |  □  |  □  |  ☑  || J Other Specify: Research & Development, Special Force Techniques                                                                                               | □     |  □  |  □  |  □  |  ☑  | J        |  □  |  □  |  □  |  ☑  |Comment on and/or clarify above ratings if necessarySubject's forte is not administration; he is a specialist in airborne and similar types of special operations demanding a high degree of initiative, energy, and perseverance.*For technical and administrative services, or staff, interpret this to mean managerial responsibilities commensurate with command.## SECTION III PERFORMANCE OF DUTYConsidering only officers of his grade, branch, and about the same time in grade, rate the officer on performance of his duty assignment. Read all descriptions and place a heavy X in the box opposite best description.7. Excels any other officer I know in performance of this duty.6. Outstanding performance of this duty found in very low officers.5. Very fine performance of such a nature that this officer is a distinct asset to the service.4. Performs this duty in a competent, dependable manner. [X] [X]3. Performs this duty acceptably.2. Barely adequate in performance of this duty.1. Inadequate in performance of this duty.## SECTION IV PROMOTION POTENTIALConsidering officers of his grade, branch, and about the same time in grade, what is your opinion of this officer's promotion potential? Place a heavy X in the box opposite best description.6. One of the few exceptional officers who should be considered for more rapid promotion than his contemporaries.5. Should give an outstanding performance when promoted to next higher grade.4. Should give a competent and dependable performance when promoted to next higher grade. [X] [X]3. Should give a fairly adequate performance of duty when promoted to next higher grade.2. Has not yet demonstrated potential for promotion to next higher grade. Needs more time in present grade.1. Has reached the highest grade level at which satisfactory performance should be expected. Should not be promoted.## SECTION V OVER-ALL VALUEWhat is your estimate of the rated officer's overall value to the service? Compare him with officers of the same grade, branch, and about the same time in grade. Place a heavy X In the box opposite best description.8. The most outstanding officer I know.7. One of the few highly outstanding officers I know.6. A very fine officer who is a great asset to the service. [X] [X]5. A competent, dependable officer of distinct value to the service.4. A typically effective officer.1. An acceptable officer whose value is limited in some respects.2. An officer who performs acceptably in a limited range of assignments, but who could easily be replaced.1. An officer who is not of the caliber that one should reasonably expect in an officer.